Reengineering a housing rental organization
Simonen, Jari (2010)
2010
All rights reserved. This publication is copyrighted. You may download, display and print it for Your own personal use. Commercial use is prohibited.
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-202401292101
https://urn.fi/URN:NBN:fi:amk-202401292101
Tiivistelmä
The purpose of this research was to support the case organization, Student Housing Foundation of Northern Finland (PSOAS), in its organizational change process that started at the end of the year 2008 and, to some extent, still continues in March 2010. The change process aimed at replacing the foundation's old functional structure with a structure in which work is organized around processes and developing the chosen core processes. The possibilities of improving the team spirit among employees and cooperative partners and developing the organizational culture in a desired direction were also studied.
The change process was approached from a business process reengineering viewpoint which also constituted the core of the theoretical framework. Theories on balanced scorecard and team building were discussed it the theoretical part as well. The study was conducted as a participatory action research in which the theoretical study and practical application in the case organization progressed side by side.
From the research conducted and the reengineering process carried out it could be concluded that business process reengineering was applicable and utilitarian also in the context of the case organization. Several ways to renew processes were found and concrete changes on processes, organizational structure and management systems could be made. Involving employees in the redesigning of processes and making the change themselves had a positive impact on their attitude towards development work in general. The effects on organizational culture will be seen in the future.
The change process was approached from a business process reengineering viewpoint which also constituted the core of the theoretical framework. Theories on balanced scorecard and team building were discussed it the theoretical part as well. The study was conducted as a participatory action research in which the theoretical study and practical application in the case organization progressed side by side.
From the research conducted and the reengineering process carried out it could be concluded that business process reengineering was applicable and utilitarian also in the context of the case organization. Several ways to renew processes were found and concrete changes on processes, organizational structure and management systems could be made. Involving employees in the redesigning of processes and making the change themselves had a positive impact on their attitude towards development work in general. The effects on organizational culture will be seen in the future.